L Brotman, W Liberi, K Wasylyshyn Consulting Psychology Journal: Practice and Research 1998
Psychologists working in the emerging competency area of "executive coaching" must promote a more complete understanding of what constitutes effectiveness in this arena—particularly when the expected outcome is sustained behavior change. Experienced psychologists must accept accountability for the need to inform and educate corporate deci...
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327
M Cavanagh, A Grant Australian Psychologist 2007
Coaching and coaching psychology offer a potential platform for an applied positive psychology and for facilitating individual, organisational and social change. Experts from around the world were invited to comment on the emerging discipline of coaching psychology and the commercial coaching industry. Several key themes emerged including...
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259
K Gyllensten, S Palmer International Coaching Psychology Review 2007
Objectives: There is a lack of research on the coaching relationship (O'Broin & Palmer, 2006a). The current paper will present the findings from a qualitative study that explored experiences of workplace coaching including the coaching relationship.
Design: The study adopted a qualitative design and the data was analysed by Interpreta...
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299
D Hall, K Otazo, G Hollenbeck Organizational Dynamics 1999
Presents the results of a study sponsored by Boston University's Executive Development Roundtable that allow a critical review of the state of the practice of executive coaching. The study consisted of interviews with over 75 executives in Fortune 100 companies, as well as interviews with 15 executive coaches referred to the researchers a...
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824
J Blattner, V Hart, S Leipsic Consulting Psychology Journal: Practice and Research 2001
This article reports a study of current perceptions among professionals regarding therapy and coaching. Whereas therapy and counseling have been traditional fields of study and practice, coaching is not as well developed. It is helpful to examine the perceptions of practicing professionals in order to delineate the distinctions and overla...
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299
J Bono, T Judge, A Erez, C Thoresen Journal of Personality and Social Psychology 2002
The authors present results of 4 studies that seek to determine the discriminant and incremental validity of the 3 most widely studied traits in psychology—self-esteem, neuroticism, and locus of control—along with a 4th, closely related trait—generalized self-efficacy. Meta-analytic results indicated that measures
of the 4 traits were st...
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2373
J Kleinberg 2001
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30
O Laske Consulting Psychology Journal: Practice and Research 1999
This article outlines a coaching paradigm derived from constructive-developmental psychology, family therapy supervision, and theories of organizational cognition. The paradigm is one of transformative, developmental coaching, and thus it differs from both cognitive-behavioral and psychodynamic approaches. The paradigm is exemplified by a...
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208
D MacKie Australian Psychologist 2007
To date there have been no universally accepted criteria for what constitutes a successful outcome in executive coaching. This has been partly a function of the range of activities undertaken within the coaching medium and partly the fact that commercial realities mitigate against controlled trials teasing out mediating and moderating var...
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147
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J McGovern, M Lindemann, M Vergara, S Murphy, L Barker, R Wa... Manchester Review 2001
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487
G Olivero, K Bane, R Kopelman Public personnel management 1997
Examined the effects of executive coaching in a public sector municipal agency. 31 managers underwent a managerial training program, which was followed by 8 wks of 1-on-1 executive coaching. Training increased productivity by 22.4%. The coaching, which included goal setting, collaborative problem solving, practice, feedback, supervisory i...
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786
J Passmore Consulting Psychology Journal: Practice and Research 2007
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240
J Passmore, C Gibbes International Coaching Psychology Review 2007
This paper asks the question; what do coaching psychologists bring to the developing market of executive coaching? While psychologists are trained in human behaviour, this paper argues that their real unique contribution may be their ability to undertake high quality research. The paper moves to summarise executive coaching research to da...
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202
M Seligman Australian Psychologist 2007
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306
M Kerrin, S Palmer, L Stewart, H Wilkin International Journal of Evidence Based Coaching and Mentori... 2008
Using the Five Factor Model of personality and the construct general self efficacy this study explores the relationship between coaching clients’ personality and a self-report measure of the transfer of learning from coaching to the workplace. Positive correlations are found between the application of coaching development and conscientio...
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146
D Stober, C Perry Australian Academic Press 2005
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71
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739
S Kampa-Kokesch, M Anderson Consulting Psychology Journal: Practice and Research 2001
The author would like to indicate that unfortunately, Peterson’s (1993) dissertation on executive coaching outcomes was excluded from the original literature review conducted by Kampa-Kokesch and Anderson (2001). Later, Kampa and White (2002) stated that Peterson’s (1993) dissertation was excluded due to the programmatic nature of the coa...
Cites in Google Scholar:
881
R Kilburg Consulting Psychology Journal: Practice and Research 1996
A review of the literature on coaching reveals that very little empirical research has focused on the executive coaching methods used by consultants with managers and leaders in organizations. Within the framework of a 17-dimensional model of systems and psychodynamic theory, the author provides an overview of a conceptual approach to coa...
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913
R Kilburg American Psychological Association 2000
The unrelenting pace of business in modern organizations places constant pressure on employees, challenging the physical and emotional resources of both staff and supervisors. Consultants have become familiar with the survivalist mentality among workers, each struggling to improve production, solve intractable conflict, and chart realisti...
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762
M O’Neill Jossey-Bass 2000
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402
J Smither, M London, R Flautt, Y Vargas, I Kucine Personnel Psychology 2003
This study examined the effects of executive coaching on multisource feedback over time. Participants were 1,361 senior managers who received multisource feedback; 404 of these senior managers worked with an executive coach (EC) to review their feedback and set goals. One year later, 1,202 senior managers (88% of the original sample) rece...
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652
P Cairo, D Dotlich How to Leverage Individual Performance for Company Success 1999
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S Berglas Harvard Business Review 2002
Cites in Google Scholar:
531
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O Laske International Journal of Evidence Based Coaching and Mentori... 2004
This paper inquires into the effects of coaching carried out within an evidence based
framework highlighting and supporting three generic coaching processes. It focuses
on the enhancement of “return on investment” that may result from using (intake and
outcome) assessments that make explicit how clients presently manage their mental
a...
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82
R Witherspoon, R White Consulting Psychology Journal: Practice and Research 1996
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442
M Porter Published November 1996
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19543
F Kiel, E Rimmer, K Williams, M Doyle Consulting Psychology Journal: Practice and Research 1996
Presents a systems-oriented approach to the leadership development of top-level executives. A structured program is described that is designed to have a positive impact at the organizational level through focused work with the individual client. Leadership effectiveness is seen as strongly influenced by the individual's past, personal lif...
Cites in Google Scholar:
226
T Saporito Consulting Psychology Journal: Practice and Research 1996
Presents a model of executive coaching based on the organizational requirements that shape the leadership factors to be considered in the coaching process. Consultants must clearly shape their coaching to reflect these dimensions if they are to be effective in helping to increase the effectiveness of their individual clients. Consulting i...
Cites in Google Scholar:
213
L Sperry Individual Psychology: Journal of Adlerian Theory, Research ... 1993
Describes the inner world and needs of today's executives and how psychologists and psychiatrists can respond to their need for consulting, coaching, and counseling. Profiles of the healthy, distressed, and impaired executive are sketched, and 3 types of services are described: executive consulting, executive counseling, and executive coa...
Cites in Google Scholar:
170
C Atkinson, others Personnel Journal 1980
In a dynamic management development program, effective managers can be trained by other employees enacting the roles of coaches, sponsors, and mentors. By encouraging these relationships, the organization can produce better managers in a less random way.
Cites in Google Scholar:
29
P Decker Personnel psychology 1982
Twenty-four first-line supervisors were randomly assigned to two behavior modeling workshops. The training was designed to improve the supervisors' skills in coaching and handling employee complaints. One workshop included both formalized symbolic coding and symbolic rehearsal processes (experimental group) and one did not (control group)...
Cites in Google Scholar:
157
TA Scandura Journal of organizational behavior 1992
The literature on mentorship is briefly reviewed, revealing that many studies have documented the functions that mentors provide to proteges, including vocational and psychosocial support. This study investigates the link between these functions and the career mobility outcomes of proteges. Results from a random sample of 244 manufacturin...
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1874
R Witherspoon, RP White Center for Creative Leadership 1997
Some executives use coaching to learn specific skills, others to improve performance on the job or to prepare for career moves in business or professional life. Still others see coaching as a way to support broader purposes such as an agenda for major organizational change. To an outsider, these coaching situations may look similar. All a...
Cites in Google Scholar:
115
RC Diedrich Consulting Psychology Journal: Practice and Research 1996
Provides consulting psychologists with an overview of an approach to executive coaching that took place over 3 yrs with a troubled leader. An ongoing 360-degree assessment together with numerous "loops" of feedback and developmental counseling sessions served as the baseline for coaching an autocratic and coercive but valued executive. Th...
Cites in Google Scholar:
227
GP Latham Australian Psychologist 2007
To date the coaching literature has been dominated by practitioner contributions, and the commercial coaching industry itself has been significantly influenced by simplistic folk psychology and pseudoscientific approaches. There has been a paucity of solid theory and empirical research. Advances in industrial/organisational psychology oft...
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61
K Gyllensten, S Palmer The Coaching Psychologist 2005
Work related stress is causing concern and is having negative effects on individuals and organisations
(HSE, 2001). Various interventions are used to reduce workplace stress but this paper proposes that coaching
can be effective
in tackling stress.
Coaching is becoming increasingly
popular and is viewed positively
within
the corp...
Cites in Google Scholar:
86
BR Ragins, J Cotton, J Miller Academy of Management Journal 2000
Employing a national sample of 1,162 employees, the authors examined the relationship between job and career attitudes and the presence of a mentor, the mentor's type (formal or informal), the quality of the mentoring relationship, and the perceived effectiveness and design of a formal mentoring program. Satisfaction with a mentoring rela...
Cites in Google Scholar:
1830
LL Tobias Consulting Psychology Journal: Practice and Research 1996
Describes a systems-based approach to executive coaching that attempts to maximize the consideration of contextual factors. The case study of a 44-yr-old male executive illustrates this approach. The author notes that perhaps the greatest danger in coaching individuals from organizations in which there is no ongoing consulting relationshi...
Cites in Google Scholar:
383
J Greene, A Grant Pearson Education 2003
Cites in Google Scholar:
288
MA Campbell, S Gardner Evidence-based coaching 2005
A pilot study was conducted to assess the effects of life coaching on Year 12 students’ personal and academic development, specifically evaluating emotional well being, problem solving ability, relationships and academic performance. Students were randomly selected from consenting students within pastoral care groups. Two control groups o...
Cites in Google Scholar:
75
S Clegg, C Rhodes, M Kornberger, R Stilin Industrial and commercial Training 2005
Purpose
– To identify the distinguishing characteristics and future challenges for the business coaching industry in Australia.
Design/methodology/approach
– A telephone survey of business coaching firms was used to identify the main structural characteristics of the industry. Structured interviews with selected business coaches were...
Cites in Google Scholar:
79
AN Garman, DL Whiston, K Zlatoper Consulting Psychology Journal: Practice and Research 2000
Seventy-two articles on executive coaching appearing in mainstream and trade management publications between 1991 and 1998 were analyzed to determine (a) general opinions of the practice of executive coaching and (b) the extent to which training in psychology was described as relevant and useful to coaching practice. A content analysis me...
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179
P Bluckert Industrial and Commercial Training 2005
Purpose
– This article sets out to explore the similarities and differences between coaching and therapy – a subject of great interest currently within coaching and therapy fields.
Design/methodology/approach
– The objectives are achieved by examining the convergence of approaches and thinking within these fields, as well as explorin...
Cites in Google Scholar:
157
G Blackman-Sheppard Industrial and Commercial Training 2004
Executive coaching is often seen as higher grade coaching that is the sole prerogative of the high‐flying executive, accompanied on hallowed ground by the mystical executive coach. However, the foundation stones for executive coaching – quality integrated thinking, confidentiality, trust – are equally important to all its people if an org...
Cites in Google Scholar:
880
K Ludeman, E Erlandson harvard business review 2004
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132
G Arnaud Human relations 2003
At a time when competition in the workplace is becoming more and more individual, ruthless and widespread, managers are in turn being solicited more personally. That is why the market for psychologically oriented executive coaching is exploding nowadays. This article aims at extracting the main teachings of this change in perspective, in ...
Cites in Google Scholar:
168
L Rider Industrial and Commercial Training 2002
Introduces maximizing the benefits of coaching at a strategic level, rather than focusing purely on individual development, using The Royal Bank of Scotland Group (RBSG) as an example. Highlights how many organisations are failing to capture the broad benefits of coaching by seeing it purely as an as individual development intervention. T...
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46
S Porter Industrial and Commercial Training 2000
This article describes a project and the resulting programme to help small businesses to survive and grow through the use of business coaching. It also describes the use of the programme in an actual case study of business coaching. The programme seeks to give the owner/managers of small businesses expert, practical and cost‐effective gui...
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22
R Brunner Journal of Managerial Psychology 1998
Psychoanalysis has nothing to say about firms or management as such; inversely, psychoanalytic coaching can aid managers to develop a better understanding of the role they exercise within the firm and to better position themselves in decision making and communication with other people. While it is a practice that takes place outside the c...
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38
B Peltier Taylor & Francis 2001
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876
D Stober Wiley & Sons 2006
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223
353 KB
F Moen, E Skaalvik International Journal of Evidence Based Coaching and Mentori... 2009
In this study, the authors explore the effects of an executive coaching programme on important
performance psychology variables (self-efficacy, causal attribution, goal setting, and selfdetermination).
One hundred and forty-four executives and middle managers from a Fortune high-tech
500 company participated in the experiment over a pe...
Cites in Google Scholar:
174
152 KB
R Høigaard, P Mathisen International Journal of Evidence Based Coaching and Mentori... 2009
In this study we examined mentor function and communication in relation to potential benefits for
female protégés. Data were collected from 36 female leaders (10 with a female mentor and 26 with a
male mentor) enrolled in a formal mentor program. A self-reported questionnaire measuring mentoring
function (e.g. coaching behavior and cou...
Cites in Google Scholar:
77
108 KB
D Peel International Journal of Evidence Based Coaching and Mentori... 2008
This study adopts a mixed methodology case study approach in order to provide support
for the call for a radical re-evaluation of what enables coaching and mentoring within
the small and medium sized enterprise (SME) context. The findings highlight the
complex and inter–related nature of many of the barriers that hinder practice and
s...
Cites in Google Scholar:
49
80 KB
D Peel International Journal of Evidence Based Coaching and Mentori... 2006
This paper explores the relationship between small and medium sized enterprise (SME)
organisational culture and its impact on coaching and mentoring through the use of a case
study methodology. The impact of culture as a phenomenon and the significance of SMEs
themselves is significant. Existing literature is used to focus the correlat...
Cites in Google Scholar:
22
155 KB
P Jackson International Journal of Evidence Based Coaching and Mentori... 2005
This study is exploratory and looks for meaningful ways of differentiating coaching
approaches used by UK practitioners as a way of establishing a more solid foundation for
comparative and evaluative research. The paper briefly explores how coaching is defined,
arguing that current definitions provide an inadequate foundation for theor...
Cites in Google Scholar:
66
118 KB
T Bachkirova International Journal of Evidence Based Coaching and Mentori... 2004
This article aims to introduce five models of dealing with the self-concept applied by
individuals in the process of personal and professional development and the method
of using these models in the context of coaching or mentoring. The experience of
using this method is discussed and suggestions are made for those who would like to
a...
Cites in Google Scholar:
33
76 KB
D Peel International Journal of Evidence Based Coaching and Mentori... 2004
This paper, adopts a case study approach in order to examine the issues relating to the
deployment of a coaching and mentoring intervention within the context of a specific UK
based small and medium-sized enterprise (SME). The SME coaching and mentoring
research agenda is highlighted as an area urgently needing attention given its econ...
Cites in Google Scholar:
65
K Gyllensten, S Palmer The Coaching Psychologist 2006
Workplace coaching is becoming increasingly popular and it has been suggested that it could be useful in
tackling stress (Hearn, 2001). However, there is a lack of research investigating the effectiveness of coaching
in reducing stress. Indeed this was the aim of the current study. The research consisted of three parts and
two large or...
Cites in Google Scholar:
16
A Feggetter International Coaching Psychology Review 2007
Objectives: This paper describes a preliminary attempt to evaluate executive coaching for 10 members who
are on a High Potential Development Scheme within the Ministry of Defence (MoD).
Design: A multi-method approach was taken which comprised the use of questionnaires to survey scheme
member’s perceptions, a Return on Investment (ROI)...
Cites in Google Scholar:
48
M Kralj Consulting Psychology Journal: Practice and Research 2001
Coaching at the executive level of organizations most often includes a blend of individual, team, and organizational interventions. As psychologists, traditions lead us to rely heavily on our unique expertise in individual assessment and treatment in working for organizational change. To explore the limits of this tradition, this case stu...
Cites in Google Scholar:
57
A Ellinger, RG Hamlin, R Beattie Journal of European Industrial Training 2008
Purpose
– The concept of managers assuming developmental roles such as coaches and learning facilitators has received considerable attention in recent years. Yet, despite the growing body of expert opinion that suggests that coaching is an essential core activity of everyday management and leadership, the literature base remains largely ...
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212
P Zeus, S Skiffington McGraw-Hill 2002
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221
C Kauffman Coaching: An International Journal of Theory, Research and P... 2010
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T Bachkirova, C Kauffman Coaching: An International Journal of Theory, Research and P... 2008
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32
JH Eggers, D Clark Ivey Business Journal 2000
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133
MS Goodstone, T Diamante Consulting Psychology Journal: Practice and Research 1998
The use of multisource feedback as a management development tool is examined by integrating the empirical and theoretical literature on individual change from the fields of industrial/organizational psychology and clinical/counseling psychology. The assumptions underlying 360-degree feedback as a sufficient process of producing managerial...
Cites in Google Scholar:
115
